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Answer Upon - Doing a Corporate Culture Survey
Although money shouldn’t be the most important factor in career decisions, it has a big impact on our lives. How much money we earn will dictate where we live, where we vacation, the lifestyle we enjoy, and how and when we will retire.When you work for someone else, you have a limited amount of control over your salary. You negotiate your starting salary and then you are given increases at management's discretion for annual reviews and promotions. Do you want more control over your salary? By understanding and increasing the value you provide to your organization, you have the ability to increase the amount of money you can earn.Here are five ways to start increasing the value you provide to the organization and ultimately, the salary that you earn.1. Specialize in a new area. Research upco
Set up a company-wide meeting to present and discuss results. Do this within a few weeks of the close of the survey. Use the momentum that you have built up to keep moving towards your goals.
Be as transparent as possible in presenting the results. Don’t skew or sugar-coat them. I helped a company do a survey and the internal person who presented the results focused only on the positive and glossed over the negative. People didn’t buy it. Be as objective as possible. Try to get someone who is respected and well-liked within the company to present the results. This is far better than having an outside consultant do this. Then the whole company will own the results – not an impassionate outside observer.
I recommend setting up three task forces to own the three goals that you have set forth. Try to get volunteers to sit on the task forces. Make the teams a hybrid of different departments and different levels. Set concrete goals and timelines. Make sure that the task forces have the support and resources they need.
What Next
I recommend doing an annual or bi-annual survey to keep your finger on the pulse o
Magicians and variety entertainers have many venues (places to do shows) that pay anything from extra income to a handsome living.At the top of the heap is television in the form of the occasional special and Las Vegas/Branson floor shows. Most magicians have a long way to go before they get the kind of resources they need for these venues. It takes a ton of money to mount a show like that. It takes money to make money.The next rung down is performing at resorts and theme parks from Disney World to the large regional theme parks. You can actually get one of these gigs with a small show.Below that is specialty venues like The Magic Castle, Magicopolis in Santa Monica, Monday Night Magic in New York, The Magic Island in Houston and the California Magic Dinner Theater.The happy news is t
Start with Your Goals
When embarking upon a corporate culture survey project, you must start with the end in mind. What is your purpose in doing a corporate culture survey? Do you want to improve the corporate culture? If so, why? What are the main challenges that your company is facing? Do you have a good understanding of what corporate culture is? If not, I encourage you to read Understanding Corporate Culture.
I recommend that you narrow down your goals to three major goals that you would like to accomplish. Examples would include: 1) reduce employee turnover; 2) improve product delivery time; and 3) increase profitability. It is best to set quantitative goals. Even though you cannot quantify your corporate culture, it is the container for all of your results and has a direct and indirect impact on these results. By setting quantitative goals, you will be able to measure the results of your efforts by doing annual or bi-annual corporate culture surveys.
Be prepared to change your goals. While goal-setting up-front is extremely important, you may learn some things about your company and culture that lead you to re-prioritize your goals. This is fine. Be open and flexible. Try not to forecast the outcome of the survey before you get the results.
Designing a Good Corporate Culture Survey
Once you know what you are trying to accomplish in doing a survey, you can design questions around your goals. But, be careful! Quantum physics has demonstrated that the intentions of a scientist affect the outcome of her experiment. That is why I recommend that you use a survey that has been designed by an outside party. Her or she will not share your biases and the results will be less biased.
Below are the sections that we have included in the Culture Builders Corporate Culture Survey:
1. Company Mission
2. Leadership
3. Corporate Culture
4. Company Values
5. The Work Itself
6. Work Assignments
7. Work Fulfillment
8. Individual Career Development
9. Support, Training, and Coaching
10. Summary Questions
You see that the Culture Builders' survey covers a broad range of areas. Corporate Culture is only one section. The reason for this is that culture is the container for actions, decisions, and results. You will be able to learn about your culture indirectly by querying the other areas.
Sections 1-9 are quantitative questions and section 10 has open-ended qualitative questions. The quantitative questions can be tracked by time period, which is important. You will be able to recognize trends and be proactive in avoiding a crisis. The qualitative questions will give you lots of insights and useful anecdotes.
In designing the survey, it is essential to obtain personal information from the survey participants that will help you to segment the data. For example, tenure and department are essential pieces of information. Position level may also be useful.
That said, it is critical to keep the survey confidential. People will be more willing to complete the survey and provide honest answers if they are confident that their answers cannot be traced back to them. Use design and technology to keep the answers confidential.
Implementing the Corporate Culture Survey
Make it as easy as possible for people to complete the survey. Use the technology that makes best sense for your company. I have helped companies set up surveys on their intranets and on Lotus Notes.
Set it up so that someone can begin the survey and the partial answers will be saved if they get interrupted. Make a tight timeframe for people to do the survey – one week or two weeks if people travel frequently. Send out 48 and 24 hour notices of the surveys deadline.
Getting Good Response to your Corporate Culture Survey
It is important to have the buy-in and support of the leadership team in doing this survey. Spend the time necessary to educate them about corporate culture and your goals for conducting a survey. The leadership team will then advocate for the survey and increase the response rate.
How you present the survey to potential participants is critical to the success of your project. Remember: the survey is confidential so participation is optional. If you only get 70% of people responding to the survey, you will not be able to find out who has not participated.
One of the best ways to ensure 100% participation is to clearly articulate the goals of the survey and share your plan for what you will do with the results. If I believe that you will do good things with the survey results and it will directly improve my life, I am more apt to take the time to do the survey.
What to Do with the Results of your Corporate Culture Survey
The worst thing you can do is to undertake a survey and then do nothing with the results. This is far worse than doing nothing at all. You will raise people’s expectations of life at the company improving and then the results disappear into a black hole. I guarantee that morale will deteriorate.
Set up a company-wide meeting to present and discuss results. Do this within a few weeks of the close of the survey. Use the momentum that you have built up to keep moving towards your goals.
Be as transparent as possible in presenting the results. Don’t skew or sugar-coat them. I helped a company do a survey and the internal person who presented the results focused only on the positive and glossed over the negative. People didn’t buy it. Be as objective as possible. Try to get someone who is respected and well-liked within the company to present the results. This is far better than having an outside consultant do this. Then the whole company will own the results – not an impassionate outside observer.
I recommend setting up three task forces to own the three goals that you have set forth. Try to get volunteers to sit on the task forces. Make the teams a hybrid of different departments and different levels. Set concrete goals and timelines. Make sure that the task forces have the support and resources they need.
What Next
I recommend doing an annual or bi-annual survey to keep your finger on the pulse of
You have heard the saying that "actions speak louder than words". It is so true, especially when it comes to business relationships. We talked about places to keep in contact with the Power of Ten in the last chapter, as a basis for doing business. This chapter is more concentrated on doing the work through commitment and follow-up. You cannot expect to keep a customer unless you provide them with excellent customer service. You may argue that price is also an issue but I believe that a person will not mind paying a higher price (providing it is not too high) for the best customer service they have ever experienced. Look around you and you will see that you can buy the same types of clothing from a number of locations such as Wal Mart, Target, Sears, Nordstrom's etc. Wal Mart offers unbelievably low prices and their
Designing a Good Corporate Culture Survey
Once you know what you are trying to accomplish in doing a survey, you can design questions around your goals. But, be careful! Quantum physics has demonstrated that the intentions of a scientist affect the outcome of her experiment. That is why I recommend that you use a survey that has been designed by an outside party. Her or she will not share your biases and the results will be less biased.
Below are the sections that we have included in the Culture Builders Corporate Culture Survey:
1. Company Mission
2. Leadership
3. Corporate Culture
4. Company Values
5. The Work Itself
6. Work Assignments
7. Work Fulfillment
8. Individual Career Development
9. Support, Training, and Coaching
10. Summary Questions
You see that the Culture Builders' survey covers a broad range of areas. Corporate Culture is only one section. The reason for this is that culture is the container for actions, decisions, and results. You will be able to learn about your culture indirectly by querying the other areas.
Sections 1-9 are quantitative questions and section 10 has open-ended qualitative questions. The quantitative questions can be tracked by time period, which is important. You will be able to recognize trends and be proactive in avoiding a crisis. The qualitative questions will give you lots of insights and useful anecdotes.
In designing the survey, it is essential to obtain personal information from the survey participants that will help you to segment the data. For example, tenure and department are essential pieces of information. Position level may also be useful.
That said, it is critical to keep the survey confidential. People will be more willing to complete the survey and provide honest answers if they are confident that their answers cannot be traced back to them. Use design and technology to keep the answers confidential.
Implementing the Corporate Culture Survey
Make it as easy as possible for people to complete the survey. Use the technology that makes best sense for your company. I have helped companies set up surveys on their intranets and on Lotus Notes.
Set it up so that someone can begin the survey and the partial answers will be saved if they get interrupted. Make a tight timeframe for people to do the survey – one week or two weeks if people travel frequently. Send out 48 and 24 hour notices of the surveys deadline.
Getting Good Response to your Corporate Culture Survey
It is important to have the buy-in and support of the leadership team in doing this survey. Spend the time necessary to educate them about corporate culture and your goals for conducting a survey. The leadership team will then advocate for the survey and increase the response rate.
How you present the survey to potential participants is critical to the success of your project. Remember: the survey is confidential so participation is optional. If you only get 70% of people responding to the survey, you will not be able to find out who has not participated.
One of the best ways to ensure 100% participation is to clearly articulate the goals of the survey and share your plan for what you will do with the results. If I believe that you will do good things with the survey results and it will directly improve my life, I am more apt to take the time to do the survey.
What to Do with the Results of your Corporate Culture Survey
The worst thing you can do is to undertake a survey and then do nothing with the results. This is far worse than doing nothing at all. You will raise people’s expectations of life at the company improving and then the results disappear into a black hole. I guarantee that morale will deteriorate.
Set up a company-wide meeting to present and discuss results. Do this within a few weeks of the close of the survey. Use the momentum that you have built up to keep moving towards your goals.
Be as transparent as possible in presenting the results. Don’t skew or sugar-coat them. I helped a company do a survey and the internal person who presented the results focused only on the positive and glossed over the negative. People didn’t buy it. Be as objective as possible. Try to get someone who is respected and well-liked within the company to present the results. This is far better than having an outside consultant do this. Then the whole company will own the results – not an impassionate outside observer.
I recommend setting up three task forces to own the three goals that you have set forth. Try to get volunteers to sit on the task forces. Make the teams a hybrid of different departments and different levels. Set concrete goals and timelines. Make sure that the task forces have the support and resources they need.
What Next
I recommend doing an annual or bi-annual survey to keep your finger on the pulse o
Where plastics and synthetics have gained prominence in the forms of craft, wooden craft finds a not so unimportant place. Lifestyles full of antiques are not uncommon. A classic augmentation of the aesthetics! Creative intellect put together with skill find intelligent applications for various purposes.Common or uncommon carving techniques on this medium make for a feel that has been known throughout ages. Beauty maybe uncommon and that continues to be the character of beauty when the labor of the craftsperson makes a presence felt. Alluring if intricate the outcome.Carved and chiseled spoons, ladles, coasters, sculptures, jewelry boxes and desktop accessories of timber or any other, the effect effective. Cedar belongs to the pine family. The cypress and mahogany belong to the same family. Fragrant an
Sections 1-9 are quantitative questions and section 10 has open-ended qualitative questions. The quantitative questions can be tracked by time period, which is important. You will be able to recognize trends and be proactive in avoiding a crisis. The qualitative questions will give you lots of insights and useful anecdotes.
In designing the survey, it is essential to obtain personal information from the survey participants that will help you to segment the data. For example, tenure and department are essential pieces of information. Position level may also be useful.
That said, it is critical to keep the survey confidential. People will be more willing to complete the survey and provide honest answers if they are confident that their answers cannot be traced back to them. Use design and technology to keep the answers confidential.
Implementing the Corporate Culture Survey
Make it as easy as possible for people to complete the survey. Use the technology that makes best sense for your company. I have helped companies set up surveys on their intranets and on Lotus Notes.
Set it up so that someone can begin the survey and the partial answers will be saved if they get interrupted. Make a tight timeframe for people to do the survey – one week or two weeks if people travel frequently. Send out 48 and 24 hour notices of the surveys deadline.
Getting Good Response to your Corporate Culture Survey
It is important to have the buy-in and support of the leadership team in doing this survey. Spend the time necessary to educate them about corporate culture and your goals for conducting a survey. The leadership team will then advocate for the survey and increase the response rate.
How you present the survey to potential participants is critical to the success of your project. Remember: the survey is confidential so participation is optional. If you only get 70% of people responding to the survey, you will not be able to find out who has not participated.
One of the best ways to ensure 100% participation is to clearly articulate the goals of the survey and share your plan for what you will do with the results. If I believe that you will do good things with the survey results and it will directly improve my life, I am more apt to take the time to do the survey.
What to Do with the Results of your Corporate Culture Survey
The worst thing you can do is to undertake a survey and then do nothing with the results. This is far worse than doing nothing at all. You will raise people’s expectations of life at the company improving and then the results disappear into a black hole. I guarantee that morale will deteriorate.
Set up a company-wide meeting to present and discuss results. Do this within a few weeks of the close of the survey. Use the momentum that you have built up to keep moving towards your goals.
Be as transparent as possible in presenting the results. Don’t skew or sugar-coat them. I helped a company do a survey and the internal person who presented the results focused only on the positive and glossed over the negative. People didn’t buy it. Be as objective as possible. Try to get someone who is respected and well-liked within the company to present the results. This is far better than having an outside consultant do this. Then the whole company will own the results – not an impassionate outside observer.
I recommend setting up three task forces to own the three goals that you have set forth. Try to get volunteers to sit on the task forces. Make the teams a hybrid of different departments and different levels. Set concrete goals and timelines. Make sure that the task forces have the support and resources they need.
What Next
I recommend doing an annual or bi-annual survey to keep your finger on the pulse o
When applying to any type of Construction Job, there are several things you should make sure you DO NOT do. Do not…….Make it too short. By pulling out the most relevant skills and abilities to the job, you can then elaborate and extend information on these. You want to show them you are capable of doing the job and have the skills and experience to be able to perform what they need.Make it too long. Do not waffle and put irrelevant skills, hobbies, and interests in, as this will not get you the job. Keep it short and too the point about any construction skills and experience you have. Keep it to one A4 page.Mass-produce your cover letter. Not tailoring your cover letter to the role and company will provide you with many problems. They will spot it a mile off and your application will surely go
Getting Good Response to your Corporate Culture Survey
It is important to have the buy-in and support of the leadership team in doing this survey. Spend the time necessary to educate them about corporate culture and your goals for conducting a survey. The leadership team will then advocate for the survey and increase the response rate.
How you present the survey to potential participants is critical to the success of your project. Remember: the survey is confidential so participation is optional. If you only get 70% of people responding to the survey, you will not be able to find out who has not participated.
One of the best ways to ensure 100% participation is to clearly articulate the goals of the survey and share your plan for what you will do with the results. If I believe that you will do good things with the survey results and it will directly improve my life, I am more apt to take the time to do the survey.
What to Do with the Results of your Corporate Culture Survey
The worst thing you can do is to undertake a survey and then do nothing with the results. This is far worse than doing nothing at all. You will raise people’s expectations of life at the company improving and then the results disappear into a black hole. I guarantee that morale will deteriorate.
Set up a company-wide meeting to present and discuss results. Do this within a few weeks of the close of the survey. Use the momentum that you have built up to keep moving towards your goals.
Be as transparent as possible in presenting the results. Don’t skew or sugar-coat them. I helped a company do a survey and the internal person who presented the results focused only on the positive and glossed over the negative. People didn’t buy it. Be as objective as possible. Try to get someone who is respected and well-liked within the company to present the results. This is far better than having an outside consultant do this. Then the whole company will own the results – not an impassionate outside observer.
I recommend setting up three task forces to own the three goals that you have set forth. Try to get volunteers to sit on the task forces. Make the teams a hybrid of different departments and different levels. Set concrete goals and timelines. Make sure that the task forces have the support and resources they need.
What Next
I recommend doing an annual or bi-annual survey to keep your finger on the pulse o
I’ve observed that people who interview job candidates tend to enhance a certain individual distinction. If you can sense an interviewer's style and build rapport, you’ll have confidence in specific information.Here are the following characteristics:InattentiveThere is a time that the interviewer isn’t mentally present, maybe he/she is thinking of something more important or something happened before your interview that really bothered his/her mind. It’s impossible to impress this kind of interviewer that is distracted of something. So to keep a good impression, smile and don’t panic. Just give your best approach and offer him/her to reschedule. But be sure to address to him/her the important message and be prepared to the following interview.FriendlyThis is the type
Set up a company-wide meeting to present and discuss results. Do this within a few weeks of the close of the survey. Use the momentum that you have built up to keep moving towards your goals.
Be as transparent as possible in presenting the results. Don’t skew or sugar-coat them. I helped a company do a survey and the internal person who presented the results focused only on the positive and glossed over the negative. People didn’t buy it. Be as objective as possible. Try to get someone who is respected and well-liked within the company to present the results. This is far better than having an outside consultant do this. Then the whole company will own the results – not an impassionate outside observer.
I recommend setting up three task forces to own the three goals that you have set forth. Try to get volunteers to sit on the task forces. Make the teams a hybrid of different departments and different levels. Set concrete goals and timelines. Make sure that the task forces have the support and resources they need.
What Next
I recommend doing an annual or bi-annual survey to keep your finger on the pulse of the company. Make minor changes to the survey or add questions, but don’t change anything significantly or you won’t be able to track your results and identify trends.
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